关于施工企业项目文化建设的思考

当代企业的竞争已经上升到企业文化竞争的层面。项目部作为施工企业基本的运作模式，是施工企业的企业文化最直接的体现载体。针对施工企业项目文化建设的现状，提出项目文化建设的一些思考，并论述了加强施工企业项目文化建设的有效途径，从而促进施工项目高效、优质、安全开展。     

谈项目管理团队中的文化建设

本文从项目管理团队的角度，论述了进行项目团队文化建设的必要性，并且就如何处理在企业丈化的犬背景之下，首先对团队文化的再定位，然后提炼团队的核心价值观，将团队文化与人力资源管理相结合，将团队文化的要求融入员工的绩效与激励之中，并且文化的形成要与制度相结合，以期望创造出高效的项目管理团队来。     

文化在项目生根

公司文化是项目文化的源头，但项目文化建设不能仅以宣传贯彻公司文化为全部内容，还必须坚持共性和个性相结合，将公司文化的要求同项目的特殊性结合起来，有目的地培育优秀的、有特色的项目文化。     

湖湘文化影响下的施工企业项目文化之建设--以中国水电八局建设溪洛渡水电站大坝工程为例

湖湘文化是企业文化建设的重要来源之一，其经世致用、敢为人先、自强不息的特征为扎根于对湖湘土地上的中国八局企业项目文化建设产生了强烈的影响。水电八局在建设目前中国第二大水电站---溪洛渡水电站大坝中，吸收了湖湘文化的优秀成分，从而建立起实用的施工企业项目文化，为工程建设的高标准完成奠定了文化根基。     

基于项目信息门户的项目文化建设

项目信息门户（PIP）成功运用不仅是一个技术问题，更是一个组织和管理问题。以信任为基础的项目文化及其巩固措施能够把利益不同的项目各参与方凝聚在一起，共同运用项目信息门户实现项目目标。     

工程项目管理中的项目文化建设

本文论述了工程项目管理中项目文化的作用,分析了工程项目文化的结构,以中铁电气局集团三公司京沪项目部项目文化建设实践为佐证,阐述了工程项目管理中项目文化建设的重要意义和必要性。     

谈如何有效加强项目文化建设

企业文化建设在企业的发展过程中有着重要的作用,因此要对企业文化建设积极地进行加强与推进。项目文化建设是企业文化建设的重要组成部分,因此要注重加强项目文化建设。本文主要阐述了有效加强项目文化建设的措施,为企业项目文化建设提供参考与借鉴。     

建筑工程改造项目的造价控制

建国以来，我国的工程建设经历了一个高速发展的阶段。随着部分项目的使用年限增长，建筑工程改造项目在我国大中城市逐渐增加。与新建项目相较，改造项目在经济效益上有较大优势，符合国家提倡可持续发展、建设资源节约型社会的政策。同时，改造项目能传承历史文化、增加市民的归宿感，在人文追求中有着独特意义。深圳特区经过二十多年的高速发展，也陆续有部分重要建筑开始进入使用的中年期，为增加深圳这座年轻城市的凝聚力和历史感，部分项目采用了改造的方式。如深圳大剧院由于其在上世纪深圳十大建筑的地位，在选择重建还是改造的天平上就有来自学者和市民的寻根诉求。深圳湾大酒店在重建中特地保留了临街外墙，以保持其历史文化内涵，也是一大佐证。不过，相比新建项目，改造工程在技术上、造价控制上可能更加复杂、不确定因素更多。本文尝试对改造工程的造价控制进行探讨。     

略论项目型企业文化建设的功能与定位

文章分析了项目型企业文化的内涵,阐述了项目型企业文化在大型基建项目建设管理中具有的重要功能,以及项目型企业文化建设在项目建设管理中的定位。     

以项目文化为引领提升企业竞争力

工程项目作为施工企业的基本构成,是企业文化建设的窗口。由此,项目文化代表着施工企业的软实力,反映了企业文化建设的水平和层次,是企业文化落地生根的着力点,是提升企业竞争力的关键环节。笔者在多年项目工作的实践中对此深有感受,本文就对如何利用项目文化建设来提升企业竞争力进行了研究。     

Systematic biases and culture in project failures

Project success rates have improved, and much of the credit can be given to the knowledge, practices, and standards that have contributed to the professionalization of the field. Unfortunately, too many failures still occur. Because many of them can be traced to management and decision‐making practices, it might be useful at this stage to explore a set of systematic biases to determine if understanding them can help diagnose and perhaps even prevent failures from occurring. This article begins with a framework identifying the influences on project outcomes, defines the systematic biases that may derail projects, summarizes eight project failures, uses the framework to diagnose those failures, and concludes by suggesting how organizational and project culture may contribute to these very common and natural biases.     

New product development projects: The effects of organizational culture

Despite the increasing use of project management within organizations, an attendant poor rate of success among these projects has been observed (Clancy & Stone, 2005; Ives, 2005). Seventy‐five percent of all business transformation projects fail (Collyer, 2000) and only 16% of U.S. IT projects are completed on time and on budget (Peled, 2000). In an attempt to overcome such a high project failure rate, this paper investigates the effects of organizational culture on the performance of particular types of projects: new product development (NPD) projects. Using data from 95 U.S. organizations, the study provides evidence of the significant effects of organizational culture on NPD projects.     

关于工程项目质量文化建设与安全文化建设的几点思考

随着我国建设事业的迅速发展,工程建设项目的安全和质量问题日益成为人们关注的重点,工程项目质量文化建设和安全文化建设也必然成为企业文化建设的重要组成部分和重要内容,也是我国目前开展的一项重要活动。文章就工程项目质量文化建设与安全文化建设进行探讨,结合项目安全质量管理提出一些看法、意见和建议,供大家参考。     

Forecasting Success on Large Projects: Developing Reliable Scales to Predict Multiple Perspectives by Multiple Stakeholders Over Multiple Time Frames

Our aim is to develop a set of leading performance indicators to enable managers of large projects to forecast during project execution how various stakeholders will perceive success months or even years into the operation of the output. Large projects have many stakeholders who have different objectives for the project, its output, and the business objectives they will deliver. The output of a large project may have a lifetime that lasts for years, or even decades, and ultimate impacts that go beyond its immediate operation. How different stakeholders perceive success can change with time, and so the project manager needs leading performance indicators that go beyond the traditional triple constraint to forecast how key stakeholders will perceive success months or even years later. In this article, we develop a model for project success that identifies how project stakeholders might perceive success in the months and years following a project. We identify success or failure factors that will facilitate or mitigate against achievement of those success criteria, and a set of potential leading performance indicators that forecast how stakeholders will perceive success during the life of the project's output. We conducted a scale development study with 152 managers of large projects and identified two project success factor scales and seven stakeholder satisfaction scales that can be used by project managers to predict stakeholder satisfaction on projects and so may be used by the managers of large projects for the basis of project control.     

Formal and Informal Practices of Knowledge Sharing Between Project Teams and Enacted Cultural Characteristics

This article investigates the process of knowledge sharing between project teams and uses a case study approach. This is especially relevant, as organizations face both the needs for separating work into projects and integrating knowledge created in projects into the organization. The results provided by the analysis technique of GABEK^® indicate that, although projects create boundaries, employees and project team leaders use formal mechanisms and develop informal practices for knowledge sharing between project teams. Furthermore, the article identifies organizational cultural characteristics enacted in these practices that can stimulate the discussion in “knowledge culture research” regarding the relationship of organizational cultural characteristics and (specific) knowledge processes.     

Managerial Complexity in Process Industrial R&D Projects: A Swedish Study

Process industries often have features that differ from other businesses, such as round‐the‐clock production and costly and specialized production processes—features that have not been dealt with in the project management literature. We highlight and identify the complexity of R&D projects in the Swedish process industry and its interrelated process development and product development activities based on results from interviews and a case study. The different competence areas in which a project manager must integrate and manage R&D projects is illustrated. We conclude that a project manager needs both production and product‐related competence, including customers' processes.     

严格落实“八步工作法”做好基建招投标工作

对基建项目严格实行公开招投标,意义与作用重大。但如何规范操作基建项目的招投标工作,使之合理合法,是南京信息工程大学一直努力的方向。该校十分重视基建项目的招投标工作,在校纪委的指导和监督参与下,近年来,基建处通过不断的改革和创新,逐步总结出"八步工作法",从立项、标书起草、招标信息发布等八个环节,明确了招标及项目管理工作流程,进一步加强了招标及项目过程管理的成效,促进了学校基建工作精细化管理,更加深入推动了学校反腐倡廉建设。     

The relative importance of the PMBOK® Guide's nine Knowledge Areas during project planning

Although A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—Fourth Edition identifies nine Knowledge Areas that project managers should focus on while managing projects, it does not indicate the relative importance of each of these Knowledge Areas. However, such information can be of great significance in helping project managers determine how to use their available resources most effectively. This article investigates the relative importance of the project management Knowledge Areas used during the planning phase of a project and their impact on project success. Results presented in this article are based on a field study that involved 783 project managers from different countries and industries. The study revealed that the Knowledge Areas with the greatest impact on project success were Time, Risk, Scope, and Human Resources. However, these results have been found to be sensitive to the industry in which projects were undertaken. Differences among industries are described and discussed in the article.     

Understanding the value of project management from a stakeholder's perspective: Case study of mega‐project management

Project management can generate significant value for organizations (Thomas & Mullaly, 2007). However, the value of project management varies depending on the different size and complexity of projects managed. Focusing on mega‐projects, this study explores the value of project management from the stakeholders' perspective, thereby creating a value framework. In the case of SHRBC Company, it analyzes the company's project management practice and the value of project management, and consequently certifies the applicability of this value framework through empirical study.     

基于现代项目管理理论 促进科研项目管理水平全面提升

科研项目管理的科学与否、高效与否直接关系到科研管理工作的整体质量,只有流程完备、措施科学、优势集中的科研项目管理才是适应现代化项目管理理论的必要保证。因此笔者从现代项目管理理论出发,探讨了科研项目从立项申报到执行控制再到结题管理等各个阶段的强化管理,对促进科研单位全面提升科研项目管理水平有重要的推进作用。